Dealing effectively with difficult people issues

Learning Objectives To equip ourselves with the tools needed to manage performance To understand the range of leadership and management tools available Recognising the benefits of early intervention Consideration of your leadership and management style and approach in dealing with such issues

Trust Objective To provide successful and effective delivery of services to patients by ensuring performance at work is maintained at a high level. To manage and resolve employee capability and capacity issues at work consistently, fairly and empathetically to balance the needs of both the individual and the needs of the service.

Performance Management Supports the business strategy Is values based Enables employees to manage own performance Sets out expectations (clarifies roles and responsibilities) Creates partnership between management and employee

Performance Management Emphasises importance of measurement, feedback, and reinforcement Empowers employees Getting work done through others Manager’s performance is only as good as his/her employee’s performance

Our processes - Personal Responsibility Framework Policy & Procedure Appraisal Policy (Individual Performance review) HR46 Managing Performance and Capability (HR21) Disciplinary procedures (HR24 ) Medical Appraisal Framework (HR64) Procedure for dealing with cases involving conduct, capability and concerns about health for medical and dental staff (HR42) Governing bodies Maintaining High Professional Standards (MHPS) Professional Codes of Conduct

What about talking: Could we resolve issues informally? When to step in? Who to talk to?

WHY Performance Manage Achieve good level of Performance/Behavior Plan for Future (promotion, transfer, career development) Facilitate Decision-Making Facilitate Human Resource Planning Create Culture Building Good Relationships Increase Organisational loyalty Think about impact on other staff

How shall we assess Performance? Traditional - Annual Review (Appraisal) Agreeing SMART Objectives linked to strategy Management-by-Objective Peer Review / Upward Feedback / 360 Degree Incidents or by exception Regular meetings (1-1) Personal Development Plan

WHO Should Assess Performance Managers or Supervisors Clinical Supervisor Peers Self Others

PROBLEM = Deviation from expectations Do something in a different way Not do something Do something not expected/needed

Understanding the reasons why: CAUSAL ANALYSIS Understanding the reasons why: When problem began What else has changed PARETO’S LAW: Rule of 20/80 “80% of any problem is caused by 20% of possible causes.”

Contributing factors to poor performance Lack of motivation Team Dynamics Role boundaries/ clarity Leadership style Training/Induction Conduct/Behaviour Outside influences Lack of understanding of contract Disability Health Sickness Absence Substance Misuse Personal Circumstances Stressors Colleagues style Lack of understanding of role

Personal Responsibility What is it? Individuals bringing forward concerns or issues in confidence that will be dealt with appropriately and without over-reaction or formal process Individually taking personal responsibility for demonstrating appropriate attitude/conduct or acts/omissions that impact on others

Personal Responsibility Move away from punitive blame culture Achieve a more constructive work environment Develop a supportive approach to changing behaviour and practice

Personal Responsibility Objectives Dealing with matters quickly and informally Develop Culture Reduce Disciplinary Cases Change Behaviours/Attitudes Improve Staff Side Relationships Empower Staff and Managers Improve morale

Personal Responsibility Remedial Action/Support Specific training Supervised practice Staff support services Mentoring Research/project Coaching Relationship mediation Reviewing policy/protocol Local solution Communication

Capability Policy & Procedure (HR 21) Informal Managers should:- Conduct regular appraisals Ensure when performance issues are identified immediate action is taken Personal Responsibility Framework Action Plan – Agree, Monitor and Review Appropriate Referral to Occupational Health Follow up, follow up Communication

The Action Plan What should go on an Action Plan? Area of development Target for improvement Timeframe How it will be done? By Whom? Support Mechanisms Mentor / Buddy Supervision Training 121 Coaching Modifications/ Adjustments Occupational Health advice Redeployment

Formal Capability Gross Incompetence Serious Performance Issues Where the cause of poor performance is found to be wilful negligence; misconduct or a continuation of concerns the Trust’s Disciplinary Policy will apply

Referral to Professional Bodies Clinical & Professional Staff are responsible for complying with relevant standards set by their professional regulatory body All referrals to be discussed with the Senior Management Team who will make decision whether to refer to their Professional Body Trust may take any action under Capability Policy regardless of and independent of the outcome of the referral

Formal Review Meeting Inform the individual that their standard of performance is unacceptable – give examples Allow the individual an opportunity to identify reasons for perceived poor performance. Advise the individual of the standard of performance required and how that will be measured. Advise the individual of the timescale for improvement (usually 4-8 weeks) and the consequences of failure to improve and maintain improvement. Identify any further support or training required to assist the individual in achieving the required standard of performance, e.g. supervision, mentoring etc.

The Formal Review Meeting Make it clear if the individual is being issued with a first or final written warning under the Capability Policy The manager will make it clear to the individual what the consequences are of not meeting the required standard in the agreed timescale for example this may result in dismissal. Review and amend Action Plan - monitor Follow up letter within 10 days of meeting Continuous review

Medical staffing Appraisal Revalidation - Good Medical Practice Framework 360 GMC Code of Conduct HR42 policy - Procedure for Dealing with cases involving Conduct, Capability and Concerns about Health for Medical and Dental Staff

HR42 -Procedure for Dealing with cases involving Conduct, Capability and Concerns about Health for Medical and Dental Staff Sets out the procedures to be followed in cases of conduct, capability or when handling concerns about a doctor’s health. Written in line with: Restriction of Practice and Exclusion from Work Directions 2003, Maintaining High Professional Standards in the Modern NHS (revised February 2005) Trust disciplinary procedure.

Support from Human Resources Coaching Advice on policy interpretation Provision of Template Letters & Resource Pack to Guide Managers Quality checking complex letters Involvement in meetings Advising on options and assessing risk Assisting with the case presentation

Remember it’s good to talk Records Where held and kept Release of documents and information Keeping notes/records Remember it’s good to talk